Case studies
People
Building a talent pipeline for a leading National Oil Company
What we did
A large oil and gas company wanted to transform into a leading global company. To achieve this it required major shifts in production and capabilities and needed sufficient leaders and skilled professionals to be ready in 36 months. Our experts helped build a leadership and talent pipeline.
People developed
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Improved performance management
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Developed a leadership model
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Engaged the top management team to role-model and support the change
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Shifted the organizational culture to a developmental, coaching mindset
Processes upgraded
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Quantified the talent gap
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Identified & assessed future leaders
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Matched people to opportunities
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Prepared leaders for new roles
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Aligned HR capabilities
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Developing the next generation of leaders for insurance training college
What we did
Our team lead two key talent development initiatives - developing the Insurance Industry Talent and Leadership Development Framework, and creating a talent pipeline for industry growth.
People developed
Creating career progression pathways towards senior professional and leadership roles within the industry
Processes upgraded
Developing a set of technical and general competencies for key professional job functions and mapping the technical and leadership programs to develop these.
Impact achieved
The Framework has been integrated into Singapore’s Financial Sector Roadmap.
To date, the Programme has brought in 200 high-caliber new graduates across 50+ general and life insurance companies, with a retention rate of >80%.
Processes
Upgrading risk controls for a major LNG upstream, pipeline & facility
What we did
Our expert worked with a large energy company that was building an LNG gathering system, 600km transport pipeline and LNG offloading train. He helped rebuild the risk register, develop the new risk management team and utilize risk to assess project time and cost over runs
People developed
Developed the new risk management unit and supported them in working with the internal and external teams to refresh the risk register
Processes upgraded
Our expert led the rebuild of the risk register, including new risk methodology, additional risks identified and complex analysis linking risks to completion and cost estimates.
Impact achieved
The client was able to use risk analysis to make better informed decisions.
Building a new quality system for an additive manufacturing company
What we did
Our expert helped create a new quality control and management system for our client's additive manufacturing production facilities in Singapore and USA.
People developed
Training new QA and QC team members in new procedures
Processes upgraded
Developing new procedures for additive manufacturing material (plastic and metal powder), developing storage procedures for potential harmful material and developing some of the world’s first powder re-use procedures
Impact achieved
The new procedures were endorsed by one of the leading oil & gas companies in the world.
Projects
Delivering a delayed water project for a global leading engineering company
What we did
One of our experts was responsible for turning around a significantly delayed and over budget waste water treatment plant. The plant was a US$1Bn water treatment plant supporting a Middle East city.
People developed
New top team was hired to replace the incumbents and 5 new departments were established to drive specific initiatives e.g. engineering closure.
Processes upgraded
Multiple new processes were developed, including cost to complete, process handover, sub contractor acceleration, and priority procurement.
Impact achieved
Beneficial usage was made available to clients within 18 months
Cutting fuel bunker costs for one of the largest fleet operators globally
What we did
Our expert developed and implemented a bunker fuel usage reduction program. This included developing new fleet management, sailing routes, bunker usage reporting, fuel inspection processes and HQ analysis upgrading
People developed
Upgraded bunker inspection teams and HQ monitoring teams
Processes upgraded
Developed new more robust route development processes, upgraded fuel transfer monitoring regimes and created fuel usage dashboards
Impact achieved
Reduced bunker fuel usage by 25% over 12 months